DOCSLIB.ORG

Annual Report 2020 Overview

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual Report 2020 Overview 2 — QNB ALAHLI Annual Report 2020 Overview QNB ALAHLI truly believes that Innovation Strategic Report is the key to acheive its vision to become the First Choice Bank in Egypt through driving greater value and ensuring that its business is ready for the future. Performance Operational Read more about our Strategy on page 12 Contents Corporate Social Responsibility Overview 4 QNB ALAHLI Chairman and Assets Net profit Managing Director’s Statement 6 Board of Directors EGP 290,163 m EGP 7,492 m Strategic Report 10 QNB ALAHLI at a glance Risk Management 12 QNB ALAHLI’s Strategy Earnings Per Governance and 16 Delivering sustainable results share Corporate 18 Creating and delivering value EGP 3,08 Operational Performance 22 Wholesale and Commercial Read more in our Financial statements banking section on page 44 23 Retail banking Separate Financial 25 Small and Medium Enterprises Statements Corporate Social Responsibility 28 QNB ALAHLI’s corporate social responsibility Corporate Governance and Risk Management 32 Corporate Governance Consolidated Statements 38 Internal Audit Financial 40 Compliance 42 Risk Management Financial Statements 44 Separate Financial Statements 114 Consolidated Financial Branches Network Statements 188 QNB ALAHLI’s Branches Network QNB ALAHLI Annual Report 2020 — 3 QNB ALAHLI The financial results and achievements, affirms Chairman & Managing our ability to work and make a difference under Director’s Statement any circumstances, relying on the bank’s strong financial position, our employees’ dedication and the business continuity plan throughout 2020. Last year was an exceptional year on different levels, as we witnessed one of the greatest challenges to face humankind for decades, namely the global outbreak of COVID-19. However, with every new challenge, QNB ALAHLI proves its ability, to not only withstand and cope with the harshest changes, but to also reaffirm its ingenuity in transforming challenges into opportunities, and crises into rewarding gifts to foster growth, progress, and undeniable achievements. We have reaffirmed these values since the beginning of the COVID-19 crisis. Our tangible achievements were the outcome of the tireless efforts of the Board of Directors and all employees of QNB ALAHLI. I would like to take this opportunity to express my sincere gratitude and appreciation for the valuable contributions of our board and every team member this particular year, the year of the toughest challenges, brilliant opportunities and important milestones. The financial results, achievements, key figures and relevant indicators that are included in this report underscore, once again, our ability to work and make a difference under any circumstances, relying on the bank’s strong financial position, our employees’ dedication in delivering our strategy, and the business continuity plan we put into action throughout the year. Mr. Mohamed Osman El-Dib > Chairman & Managing Director Despite the negative impact of COVID-19 courses, and provided plastic shields for catered to the needs of different market on all economic activities in Egypt and the windows to prevent direct contact segments, and provided unique electronic entire world: the lockdown measures, the between employees and customers. and digital services. slowdown of global trade and the setback To ensure adequate distance between As for the financial results, our standalone of various activities, QNB ALAHLI’s employees, we divided staff presence as net profit amounted to EGP 7,399 million, financial indicators were positive even much as possible in accordance with the while consolidated net profit reached EGP under the exceptional operations CBE directives and Ministry of Health and 7,492 million. The total balance of loan necessary to weather the adverse events in line with international guidelines. In portfolio reached EGP 174 billion, with an related to the global crisis. addition, we applied disinfection protocols annual growth rate of 7%, while the throughout the day. Dealing with COVID-19 crisis bank’s market share of total loans reached professionally For customer safety, we reduced the 7.47%. Credit facilities granted to SMEs number of customers inside branches by reached 22.5% of the total credit facilities Since the outbreak of COVID-19 in Egypt 50%, provided disinfectant to customers, and exceeded the targeted percentage set in March 2020, QNB ALAHLI has applied and asked customers to wear masks inside by the CBE in 2019. Customers’ deposits strict precautionary measures obligated branches. The bank also launched a “Your reached EGP 234 billion with an annual by the Central Bank of Egypt to combat place….Your safety” initiative, growth rate of 12%. the virus spread. Our crisis management encouraging customers to use electronic committee was in permanent session to In addition, we have the highest deposit payment options as a safe alternative to utilization rate, with a loan-to-deposit ratio assess and monitor the situation on a daily cash payment. basis, while taking necessary measures to of 74%, compared to prevailing rate of the ensure safety and health of the bank’s Outstanding financial results sector of just 46%. We focus on the growth teams and customers alike. The of key banking operations and maintain QNB ALAHLI was able to maintain high liquidity for all currencies, and our committee aimed to achieve two key positive financial indicators in 2020 goals: to support the safety and health of total assets reached EGP 290 billion with a despite the challenging economic growth rate of 6% year-on-year. employees and customers, and to help environment domestically and globally ensure hassle-free business continuity in due to COVID-19. The positive results The bank aligns with the government’s all branches and business units. demonstrate the resilience and flexibility efforts to transform to cashless society To achieve these goals, we allowed of our policies and procedures to upgrade and introduce innovative banking employees at greater risk to work from operations and mitigate the negative services home, while encouraging employees who repercussions of COVID-19. In addition, The Egyptian government, through CBE were travelling abroad to self-isolate. At we withstood fierce competition, took and other entities, aims to shift to a the same time, we restricted in-office advantage of emerging opportunities cashless society and support electronic visitors, suspended in-person training through our 231 branches across Egypt, payments all over Egypt. These efforts 4 — QNB ALAHLI Annual Report 2020 were received positively by the banking be scanned by the customer, then they and providing the best medical services. sector, which aims to align with the enter the required amount and pay We also participated in the Decent Life governmental initiatives in this regard. instantly through an e-wallet or via Initiative under the patronage of the Overview QNB ALAHLI was one of the leading banks the VISA SCAN TO PAY app without President of the Arab Republic of Egypt, to to launch state-of-the-art digital products cards or POS machines. Electronic support groups and families in need, and services to cater to the needs of our payment products and solutions come aiming to improve the housing customer base, while coping with the as a part of the initiatives of the environment for the most deserving directives of the government to achieve Central Bank of Egypt to transform families in the villages targeted by the digital transformation. Egypt into a cashless society, which is initiative. The strategic project for digital a strategic goal that QNB ALAHLI Prestigious international and regional transformation in electronic payments is seeks to achieve through its innovative Strategic Report one of the most important guarantees of services and products. awards Confirming our leading position in strengthening governance and best Supporting SMEs ... engines of providing the best service to customers in utilization of resources, as it effectively development in Egypt contributes to automating public services the banking sector, QNB ALAHLI won a provided to citizens, facilitating access to In order to support small and medium total of 15 prestigious awards this year them with their actual value without any enterprises (SMEs) which are from leading international banking additional burdens, and consolidating the considered engines of development in institutions and magazine. The bank was foundations of transparency and equal Egypt, QNB ALAHLI launched an recognized for its products and services opportunities among citizens. The integrated program that not only provided to its customers, including Best Government has already allocated 12.7 provides banking services to this SME Bank - Egypt, Best Retail Bank in sector, but also provides it with Performance billion in the current fiscal year for the Egypt, and Best Digital Banking Products Operational gradual transformation into digital Egypt advisory services. We inaugurated two and Services - Egypt business development service centers and the promotion of electronic collection For the second year in a row, we earned two to support emerging, small and of governmental services as an alternative awards from EMEA Finance magazine for medium enterprises and provide to the typical ways of payment. the Best Green Finance Bank-Pan Africa business advice. We also sponsored the and the Best Foreign Bank in Egypt. QNB The outbreak of COVID-19 has doubled the innovation incubator as a part of the ALAHLI is the first bank
Load more

Recommended publications
  • New Neighborhood Power
    REPORT WORLD New Neighborhood Power Informal Popular Committees and Changing Local Governance in Egypt FEBRUARY 7, 2017 — CILJA HARDERS AND DINA WAHBA PAGE 1 After the uprising of 2011, new forms of political participation emerged, among them the popular committees (lijan sha’abiyah). Initially convened mainly to ensure security at the neighborhood level, the committees came to life after the withdrawal of police forces from the public in Cairo, Alexandria, Suez, Port Said, and many towns of the Nile Delta. After the initial eighteen days of the Egyptian revolution, the popular committees expanded their activities and, in different ways in different places, became vehicles to advocate for local needs through informal and formal channels. To a limited degree, the committees gave voice to groups and individuals that had been marginalized. Drawing on original fieldwork in several neighborhoods of Cairo and Giza, the authors argue that the committees embody a new form of political participation in Egypt, which has endured despite the country’s sharp return to authoritarianism. Although the committee are varied and imperfectly democratic, they are a dividend of the revolution that will continue to be relevant in Egypt’s political future. In the night of January 28, 2011, as police forces retreated from the public after massive attacks on police stations all over Egypt, an unprecedented form of local political organization was born.1 Residents in both poor and rich areas of Cairo and other cities drew on their neighborhood networks to form so-called “popular committees.” The groups’ first and foremost aim was safeguarding their lives and assets under circumstances of extreme uncertainty and the threat of repression.
    [Show full text]
  • Igcse Schools Contacts Learn with the World’S English Experts
    IGCSE SCHOOLS CONTACTS LEARN WITH THE WORLD’S ENGLISH EXPERTS www.britishcouncil.org.eg MAADI DESTINATION MAADI, MOKATAM AND MADINAT AL SALAM School Principal IGCSE/GCSE Address Phones e-mail/website Coordinator Al Bashaer Schools Karima Shbana Basma Mohamed 13th district, 29706626/5 [email protected] CIPP Coordinator: Zahraa Al Maadi www.albashaerschools.net Wafaa Azmy Al Amal Language Mahmoud Samy Hanan Ayoub 61 St. Road10, 23786110 [email protected] School Maadi Maadi Amgad Language Ghada Amer Eman Naeem Nasr St., Takseem El Lasilky - 2516 6619/ [email protected] School New Maadi- behind Caltex 2755 0826 www.amgadschools.com Gas station Aton Language Sayed Abd Magda A.Halim El Hadaba Elwosta, 2727 0541/ [email protected] Schools El Mohsen El Mokattam 2727 0630/ 0102913021 British Dr. Yasser Aly Debra Moore Area 5, Segment 13, Zahraa 01142066662 www.ims-schools.com International CIPP coordinator: El-Maadi, behind Carrefour Modern School Kariem El-Sayed Rashad Ma’adi Children’s Toby Hime Gina Smith Building 10, Road 77 2358 5911 [email protected] Study Centre (corner of road 10) Maadi [email protected] Manara Language Hanaa Rafea Mona El Ofq El Gedid 2520 0204 [email protected] School Maadi El Dessouky St-Zahraa El Maadi, Maadi 2754 3505 Mokatam Mrs. Nivene Salah Street 9 in front of El Nasr 25082082 [email protected] Language School Gihan Galal El Din Buildings Mokattam 25082782 P.O. Box 116 Maadi Narmer Hala Tawfik/ Menna Abolenin 126, Misr Helwan 27635891/ [email protected] School Reham El Kammah Agricultura Road, Maadi 691/822/711 New Horizon Aicha Wassef Celia Ramous Zahraa El Maadi City,Zone 01226986441 www.newhorizon-eg.com School Marian Salama no.3 P.O.
    [Show full text]
  • Directory of Development Organizations
    EDITION 2010 VOLUME I.A / AFRICA DIRECTORY OF DEVELOPMENT ORGANIZATIONS GUIDE TO INTERNATIONAL ORGANIZATIONS, GOVERNMENTS, PRIVATE SECTOR DEVELOPMENT AGENCIES, CIVIL SOCIETY, UNIVERSITIES, GRANTMAKERS, BANKS, MICROFINANCE INSTITUTIONS AND DEVELOPMENT CONSULTING FIRMS Resource Guide to Development Organizations and the Internet Introduction Welcome to the directory of development organizations 2010, Volume I: Africa The directory of development organizations, listing 63.350 development organizations, has been prepared to facilitate international cooperation and knowledge sharing in development work, both among civil society organizations, research institutions, governments and the private sector. The directory aims to promote interaction and active partnerships among key development organisations in civil society, including NGOs, trade unions, faith-based organizations, indigenous peoples movements, foundations and research centres. In creating opportunities for dialogue with governments and private sector, civil society organizations are helping to amplify the voices of the poorest people in the decisions that affect their lives, improve development effectiveness and sustainability and hold governments and policymakers publicly accountable. In particular, the directory is intended to provide a comprehensive source of reference for development practitioners, researchers, donor employees, and policymakers who are committed to good governance, sustainable development and poverty reduction, through: the financial sector and microfinance,
    [Show full text]
  • Housing & Development Bank Group
    INDEX Notes to the Separate Housing & Development Bank Financial Statements Vision & Mission 4 Notes to the Separate Financial Statements 56 Shareholding Structure 6 Financial Highlights 8 Chairman’s Forward 10 Head Office and Branches Head Office and Branches 117 Management of the Bank Board of Directors 18 Housing & Development Heads of Divisions, Regionals and Zones 22 Bank Group Bank’s Committees 26 Auditors’ Report 138 Board Statement 30 Consolidated Balance Sheet 140 Consolidated Income Statement 142 Consolidated Cash Flows Statement 144 Separate Financial Reports Consolidated Changes in Shareholders’ Statement 146 Independent Auditors’ Report 42 Separate Balance Sheet 44 Separate Income Statement 46 Separate Cash Flows Statement 48 Notes to Consolidated Financial Statements Separate Changes in Shareholders’ Equity Statement 50 Profit Dividends Statement 52 Notes to Consolidated Financial Statements 150 2 Annual Report 2018 Annual Report 2018 3 Vision & Mission HDBank Vision HDBank Mission To be within the top ten ranked commercial banks in the Striving to excel in providing both banking and real banking sector, while working on sustaining the current estate services as well as mortgage while continuously high operating efficiency. upgrading our human capital to reach a distinguished level of services for our clients to serve their needs and aspirations of the shareholders. 4 Annual Report 2018 Annual Report 2018 5 Shareholding Structure as at 31/12/2018 Share per unit Total share Government Institutions Public Sector Institutions
    [Show full text]
  • Curriculum Vitae
    CURRICULUM VITAE Nationality Egyptian 17th November, 1956 - Giza, Egypt Birth Date & Place Languages Arabic (native), English (Fluent), French (Fluent) Dr. Sahar Attia - Professor of Architecture, Urban Design and Planning, Department of Architecture at the Faculty of Engineering - Cairo University. (CUFE) - MD of Associated Consultants, Head of Planning Professional Title /urban design and Community Development sector. - Urban Development Consultant ACADEMIC & PROFESSIONAL RECORD Academic Degrees 1988 Ph.D., Urban Planning- Urban Institute of Paris – University of Paris 12 – France . (with distinction). Thesis: “Impacts of Rapid Mass Transit System On The Dynamics Of Cairo Agglomeration” 1986 Advanced Studies Diploma in Urban Planning - Urban Institute of Paris, University of Paris 12 - France Specialization: “The Dynamics Of Cairo CBD, Transportation's Issues”. 1984 Master of Science in Architecture - Faculty of Engineering, Cairo, University, Giza, Egypt. (CU) Thesis: “ Factors Affecting The Formation Of The Arabic Islamic Cities, An Analytical Study” 1979 B.Sc. Architectural Engineering, Faculty of Engineering, C.U Key Qualification - 35 Years Of Experience practicing urban planning , community development, Architecture, and Urban Design & in the academic and professional Field. After the Architectural bachelor, I carried out studies in urban Planning , and urban design to achieve a comprehensive education, and practice . - Areas Of Specialization Include: Urban Regeneration, Upgrading the deteriorated and informal areas, Strategic
    [Show full text]
  • PNAAQ378.Pdf
    Trn'ot ma..in Ais An M thd e II ar Fial Replot :VOIu rmrdte(pw '(rf Ih Iu VOLUME III PART I Basic Oata Elaboration VOLUME III Transport Planning Aids and Methods for Cairo Urban Area Introduction : the Massachusetts Institute of Since 1977, Cairo University (CU) and in a multi-faceted technology Technology (MIT) have worked cooperatively needs of Egypt. One component of a"aptation program addressing research system in Cairo; within this program has been the urban transportation topics was examined. Before this component, a wide range of research topics, it is useful to first detailing methods and findings of these Research Project. This review the goals of the Urban Transportation professionals in Cairo cooperative effort between MIT and transportation is designed to: planning insti­ -Improve and broaden capabilities of academic and in Egypt. tutions concerned with transportation data base that can be - Establish a .comprehensive and reliable can be periodically used in transportation studies and that agencies. tested and updated by appropriate governmental planning models and methods - Adapt and calibrate those transport most suitable for Cairo. and - Formulate and test the sensitivity of transportation behavior traffic performance to alternative transportation investment, management, and government policies. agenda, covering These broad goals lead to a rather varied research making, planning, and many aspects of transportation operations, decision made in developing programming. Volume III describes the achievements research agenda. transport planning aids and methods as part of this of which is des­ There are five major sections to this volume, each cribed briefly below : Basic Data Elaboration, Volume III, Part (1) transport in Cairo and Two traffic surveys-a 1977 survey of private the bdsis for much of the a 1978 survey of public trausport use-form S ii research in this project.
    [Show full text]
  • The Violence and Bombing Incidents During the Period 6 -12 March
    The violence and bombing incidents during the period 6th -12th March 2015 The largest rate of bombing in conjunction with the Economic Conference Introduction: Escalating the violence and bombing incidents were witnessed by the various Egyptian governorates this week, in conjunction with the enclosure of the preparation to the support and development the Egyptian economy Conference, which was held in the period 13th -15th current March, this incidents reached an unprecedented level from the beginning of the year 2015. So the parliamentary observatory affiliated to the Local- International Joint mission to observe the parliamentary elections- Egypt 2015, interested in monitoring all this incidents and analyzing it, and figure out its indications and its potential influents on the electoral process, and the democratic transition process in Egypt, this is the 10th report in this frame work. The most important violence incidents during the week: Friday 6th march An Improvised device was planted by terrorists elements, next to a bank in Shokry Al Koutaly St in Al Mahala city, Gharbia governorate, it caused a huge loud and resulted in deaths and injuries among citizens, the security bodies and 6 ambulances for injuries transition moved to the site, and imposed a security cordon in the vicinity of the explosion. A bomb exploded in Ezpet Escot area, on the Mostafa Kamel road in the east of Alexandria, which resulted in killing a girl and the injury of four others, and damages in two microbuses, the protection forces and explosives experts moved to the site and it turned out that the explosion was because of a medium explosive device.
    [Show full text]
  • Governorate Area Type Provider Name Card Specialty Address Telephone 1 Telephone 2
    Governorate Area Type Provider Name Card Specialty Address Telephone 1 Telephone 2 Metlife Clinic - Cairo Medical Center 4 Abo Obaida El bakry St., Roxy, Cairo Heliopolis Metlife Clinic 02 24509800 02 22580672 Hospital Heliopolis Emergency- 39 Cleopatra St. Salah El Din Sq., Cairo Heliopolis Hospital Cleopatra Hospital Gold Outpatient- 19668 Heliopolis Inpatient ( Except Emergency- 21 El Andalus St., Behind Cairo Heliopolis Hospital International Eye Hospital Gold 19650 Outpatient-Inpatient Mereland , Roxy, Heliopolis Emergency- Cairo Heliopolis Hospital San Peter Hospital Green 3 A. Rahman El Rafie St., Hegaz St. 02 21804039 02 21804483-84 Outpatient-Inpatient Emergency- 16 El Nasr st., 4th., floor, El Nozha Cairo Heliopolis Hospital Ein El Hayat Hospital Green 02 26214024 02 26214025 Outpatient-Inpatient El Gedida Cairo Medical Center - Cairo Heart Emergency- 4 Abo Obaida El bakry St., Roxy, Cairo Heliopolis Hospital Silver 02 24509800 02 22580672 Center Outpatient-Inpatient Heliopolis Inpatient Only for 15 Khaled Ibn El Walid St. Off 02 22670702 (10 Cairo Heliopolis Hospital American Hospital Silver Gynecology and Abdel Hamid Badawy St., Lines) Obstetrics Sheraton Bldgs., Heliopolis 9 El-Safa St., Behind EL Seddik Emergency - Cairo Heliopolis Hospital Nozha International Hospital Silver Mosque, Behind Sheraton 02 22660555 02 22664248 Inpatient Only Heliopolis, Heliopolis 91 Mohamed Farid St. El Hegaz Cairo Heliopolis Hospital Al Dorrah Heart Care Hospital Orange Outpatient-Inpatient 02 22411110 Sq., Heliopolis 19 Tag El Din El Sobky st., from El 02 2275557-02 Cairo Heliopolis Hospital Egyheart Center Orange Outpatient 01200023220 Nozha st., Ard El Golf, Heliopolis 22738232 2 Samir Mokhtar st., from Nabil El 02 22681360- Cairo Heliopolis Hospital Egyheart Center Orange Outpatient 01200023220 Wakad st., Ard El Golf, Heliopolis 01225320736 Dr.
    [Show full text]
  • Downtown Cairo, Its Publics, and Urban Heterotopias
    OIS 3 (2015) ± Divercities: Competing Narratives and Urban Practices in Beirut, Cairo and Tehran Lucie Ryzova Strolling in Enemy Territory: Downtown Cairo, its Publics, and Urban Heterotopias <1> Downtown Cairo means many things to many people. To most middle-class Egyptians it is a dirty and dangerous place, associated with chaos and pollution. They extol its past glory, but rarely go there. Downtown©s elegant Italianate buildings, once the heart of a colonial metropolis, betray the déclassé glamour of a central business district that has seen better times. Taxi drivers often shun taking you there, anticipating traffic jams despite the wide boulevards designed on a grid-like pattern. Walking on foot, one can hardly navigate a path between street vendors who push pedestrians onto the road. Long abandoned by its elite inhabitants ± foreign and Egyptian alike ± in successive waves of centrifugal urbanization, Downtown remains a business district of sorts, but for a very different clientele. Its run-down B-movie theatres maintain their popularity by offering cheap seats in the face of competition from high-end theatres in Cairo©s many new malls in nearby suburbs; its wide boulevards are lined with cut-price (if not the cheapest) clothing stores with gaudy shop-windows, where lower-middle-class families come to buy their Sunday best. Downtown©s streets are a magnet for young low-income males who come here in the evening to hang out, to loiter. More recently, cheap Chinese motorcycles have become popular among this crowd, adding a layer of petty crime, perpetrated by mounted purse-snatchers, to the threat of sexual harassment with which Downtown after dark has become increasingly associated over the past two decades.1 <2> This, however, is hardly all there is to Cairo©s city centre.
    [Show full text]
  • QNB ALAHLI Enjoys a Blend of Local Experience, Based on Years of Confidence in the Egyptian Market, and the International Expertise of QNB Group
    QNB ALAHLI enjoys a blend of local experience, based on years of confidence in the Egyptian market, and the international expertise of QNB Group. 2 — QNB ALAHLI Annual Report 20192018 Overview As part of QNB Group, we at QNB ALAHLI, Strategic Report seek to contribute to the group’s aspiration to become a leading bank in MEASEA by 2020 and a global icon in 2030. Read more about our Strategy on page 12 Performance Operational Contents Corporate Social Responsibility Overview 4 QNB ALAHLI Chairman and Managing Director’s Statement Assets Net profit 6 Board of Directors EGP 273,014 m EGP 8,522 m Strategic Report 10 QNB ALAHLI at a glance Risk Management Net Profit YOY Earnings Per Governance and 12 QNB ALAHLI’s Strategy growth share Corporate 16 Delivering sustainable results 18 Creating and delivering value 18% EGP 7.63 Operational Performance Read more in our Financial statements section on page 44 22 Wholesale and Commercial banking Separate Financial 23 Retail banking Statements 25 Small and Medium Enterprises Corporate Social Responsibility 28 QNB ALAHLI’s corporate social responsibility Corporate Governance and Risk Consolidated Statements Management Financial 32 Corporate Governance 38 Internal Audit 40 Compliance 42 Risk Management Financial Statements Branches Network 44 Separate Financial Statements 110 Consolidated Financial Statements 184 QNB ALAHLI’s Branches Network QNB ALAHLI Annual Report 2019 — 3 QNB ALAHLI During 2020, we will continue to provide the best Chairman & Managing and most innovative digital banking products Director’s Statement and services to meet our customers’ needs while ensuring speed of service and full compliance with safety standards.
    [Show full text]
  • Public Transport Survey 1978
    CAIRO URBAN TRANSPORTATION PROJECT PUBLIC TRANSPORT SURVEY 1978 IJ 'A. SPONSORED BY U.S -A.I.D. UNDER THE AUSPICES OF H.EENG. A.F. EL-DAGHESTANY PREPARED BY ROE DR. M.EL-HAWARY ENG.A.H.EL-SALMAWY DR. F.ABDEL- BARY DRTAREK EL-REEDY DR.M.OWAIS ENG.M.HISHAM EL-SHERIF JUNE 1979 THE PUBLIC TRANSPORT SURVEY REPORT List of Contents A. Preparation and Execution of the Survey B. Data Collection C. The Coding Syster D. System Design of the Computer Work E. Data Processing Implementation F. Appendices Appendix I Different Forms Used for Data Collection and Porms Used in Manual Data Processing. Appendix II Distribution of Survey Manpower, and the Different Modes Surveyed. Appendix III Instruction Sheets for the Interviewers Appendix IV Different Zones and aps of the Srudy Area. Appendix V Sample of Output Results. PREFACE The first phase of the Urban Transportation Project outlined in the project proposal of March 3, 1977 waR completed. Traffic volumes and vehicular travel behavior in the greater Cairo metropolitan area have been monitored, and standard survey procedures and documents have been developed. Work is in progress to apply a traffic assignment model which will predict traffic flows and speeds given alternative forms of the Cairo street network. The transit portion of the travel behavior surveys, forming the second phase of the project, was excluded from the first year's program since resources were limited. Hence, the principal purpose of this year's research is to investi­ gate mass transit. There are additional reasons for doing this: - Inspite of the fact that vehicle traffic on the street net­ work is normally the basis for expansion of system capacity, well over 60% of the total daily mechanised trips are made by public transit in comparison to only 8% by private modes.
    [Show full text]
  • Annaulreport MISR BANK 2004-2005.Pdf
    Mr. Mohamed Kamal El Din Barakat Chairman During the fiscal year 2004/2005, the Egyptian government undertook significant structural reforms to the financial and monetary policies that led to an increase in the GDP (gross domestic product) growth rate to 5.1% compared to 4.2% in the previous year as well as a reduction of the inflation rate to 4.7%. Furthermore, the foreign exchange markets witnessed stability and the monetary reserves of foreign currencies increased to more than $20 Billion. This improvement was reflected upon all market sectors including banking. Consequently, it impacted Banque Misr's financial achievements for this year where total assets had grown by 17.3% to reach L.E 106.8 billion. As for the deposits, they grew by 16.3% to reach L.E 93.2 Billion and the shareholders' equity increased by 2.6% to reach L.E 3.5 Billion. Concerning loans, the total loans portfolio grew by 3.8% to reach L.E 37.8 billion. Furthermore, the bank continued its support for small and micro finance projects by offering credit facilities engaging higher employment rates for economy support. The financial investments increased by 26% to reach L.E. 39.1 Billion. In this context, the Bank's newly introduced investment fund with daily current revenue (day by day account) was highly accepted by the customers. This was reflected by the increase of its net value from L.E. 200 Million on its issuance date during August 2004 to reach more than L.E. 2 Billion by the end of July 2005, the total profits before provisions and taxes increased by 74.3% to reach L.E.
    [Show full text]